This document discusses business model innovation and describes how companies like Nespresso and GE have successfully innovated their business models. It introduces concepts like the business model canvas and lean startup methodology. Nespresso is used as a case study of a company that achieved success by changing its business model from an original model focused on machine sales to a revised model centered around high-margin pod sales through a subscription-based club. GE is highlighted for its use of an ambidextrous strategy including its FastWorks innovation program to drive business model innovation and growth.
This document discusses business model innovation (BMI). It defines BMI as reinventing a business itself by innovating two or more elements of its business model to deliver value in a new way. The document then covers the evolution of BMI principles, the relevance of BMI today to address disruption and competition, challenges companies may face with BMI like failure to scale up ideas, and provides examples of companies like Apple and Ikea that successfully applied BMI.
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)emmanueljunio
This document discusses business models and business model innovation. It begins by defining a business model as describing how an organization creates, delivers, and captures value. It then introduces the business model canvas as a tool to systematically describe and design business models using nine building blocks. The document explains common business model patterns and provides examples. It defines business model innovation as envisioning and implementing new ways of doing business to create customer value and competitive advantage. The document outlines a four step process for business model innovation: initiation, ideation, integration, and implementation. It emphasizes that innovation often involves adapting existing business model patterns rather than completely new ideas.
Presentation provided at the Enterprise Connect WIIN workshop series titled Business Model Innovation > New Value. Questions regarding this presentation should be directed to Marcus Tarrant, Managing Director, Mission HQ at marcus.tarrant(AT)missionhq.com.au
This is the deck from a talk we gave on New Approaches to Business Model Innovation at the Product Development Management Association (PDMA) Summer Innovation Event in Detroit Michigan.
Many organizations focus on driving innovation through new products and services. While these are productive and profitable sources of innovation, organizations that consider innovating against a broader definition of their business model -- including not only WHAT they sell, but also HOW their business operates and delivers value, will find new opportunities to drive top and bottom line growth and ensure that they stay relevant in an increasingly turbulent marketplace.
In this presentation, The Garage Group introduces practical frameworks and exercises to enable Business Model Innovation:
● The “What/How” framework, which can be used to map and plan business model innovation within any organization.
● Examples from multiple industries to inspire Innovation across unexpected elements of organizations’ business models.
● A templated exercise to capture multiple elements of your organization’s business model which could be prime for innovation.
The Garage Group is a new kind of strategy firm building entrepreneurial processes and capabilities for innovation.
Business Model Innovation Framework PowerPoint Presentation Slides SlideTeam
Use Business Model Innovation Framework PowerPoint Presentation Slides to help you develop new and unique concepts for the betterment of the business. Improve existing products and the process of delivering the same to the consumers using business model innovation PPT templates. Get new ideas and a plan to implement those unique ideas with the help of professionally designed ready-to-use business model innovation Framework PowerPoint slideshow. Turn your company towards to business model innovation Framework to stay competitive and stimulate business growth. Include business model innovation PPT slides to align IT with business objectives to successfully attain your goal and to improve processes throughout the organization. Escalate business model innovation success, identify ways to use new and existing technology using ready-to-use business model innovation PowerPoint slides. This content-ready deck on business model innovation covers topics like business model innovation framework, business model innovation segments, approaches to business model innovation, strategy of business model innovation, and more. Get your hands on this ready-made business model innovation complete PowerPoint presentation and either improve the existing business model or create a better one to satisfy the needs of the customers. Our Business Model Innovation Framework Powerpoint Presentation Slides are like Father Christmas. They ensure you get the gifts you desire.
Slides from the CEDIM Innovation Series presentation. Includes a new business model framework, the business model as strategy cube and a design thinking oriented approach to business model innovation. @cedim
Business Model Design, For a Competitive StartupMotaz Agamawi
We will go together through a journey on how we can build a competitive startup.
We are going to explore together the different stages we need to cover to reach a competitive startup.
Due to the available time of the workshop, we will not be able to go deeper, we will just try to identify what we need to do.
Our real Objective is how to reach Competitiveness. Through the Commercializing of technologies (ideas) which creates wealth for Individuals and Nations.
This document discusses business model innovation (BMI). It defines BMI as reinventing a business itself by innovating two or more elements of its business model to deliver value in a new way. The document then covers the evolution of BMI principles, the relevance of BMI today to address disruption and competition, challenges companies may face with BMI like failure to scale up ideas, and provides examples of companies like Apple and Ikea that successfully applied BMI.
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)emmanueljunio
This document discusses business models and business model innovation. It begins by defining a business model as describing how an organization creates, delivers, and captures value. It then introduces the business model canvas as a tool to systematically describe and design business models using nine building blocks. The document explains common business model patterns and provides examples. It defines business model innovation as envisioning and implementing new ways of doing business to create customer value and competitive advantage. The document outlines a four step process for business model innovation: initiation, ideation, integration, and implementation. It emphasizes that innovation often involves adapting existing business model patterns rather than completely new ideas.
Presentation provided at the Enterprise Connect WIIN workshop series titled Business Model Innovation > New Value. Questions regarding this presentation should be directed to Marcus Tarrant, Managing Director, Mission HQ at marcus.tarrant(AT)missionhq.com.au
This is the deck from a talk we gave on New Approaches to Business Model Innovation at the Product Development Management Association (PDMA) Summer Innovation Event in Detroit Michigan.
Many organizations focus on driving innovation through new products and services. While these are productive and profitable sources of innovation, organizations that consider innovating against a broader definition of their business model -- including not only WHAT they sell, but also HOW their business operates and delivers value, will find new opportunities to drive top and bottom line growth and ensure that they stay relevant in an increasingly turbulent marketplace.
In this presentation, The Garage Group introduces practical frameworks and exercises to enable Business Model Innovation:
● The “What/How” framework, which can be used to map and plan business model innovation within any organization.
● Examples from multiple industries to inspire Innovation across unexpected elements of organizations’ business models.
● A templated exercise to capture multiple elements of your organization’s business model which could be prime for innovation.
The Garage Group is a new kind of strategy firm building entrepreneurial processes and capabilities for innovation.
Business Model Innovation Framework PowerPoint Presentation Slides SlideTeam
Use Business Model Innovation Framework PowerPoint Presentation Slides to help you develop new and unique concepts for the betterment of the business. Improve existing products and the process of delivering the same to the consumers using business model innovation PPT templates. Get new ideas and a plan to implement those unique ideas with the help of professionally designed ready-to-use business model innovation Framework PowerPoint slideshow. Turn your company towards to business model innovation Framework to stay competitive and stimulate business growth. Include business model innovation PPT slides to align IT with business objectives to successfully attain your goal and to improve processes throughout the organization. Escalate business model innovation success, identify ways to use new and existing technology using ready-to-use business model innovation PowerPoint slides. This content-ready deck on business model innovation covers topics like business model innovation framework, business model innovation segments, approaches to business model innovation, strategy of business model innovation, and more. Get your hands on this ready-made business model innovation complete PowerPoint presentation and either improve the existing business model or create a better one to satisfy the needs of the customers. Our Business Model Innovation Framework Powerpoint Presentation Slides are like Father Christmas. They ensure you get the gifts you desire.
Slides from the CEDIM Innovation Series presentation. Includes a new business model framework, the business model as strategy cube and a design thinking oriented approach to business model innovation. @cedim
Business Model Design, For a Competitive StartupMotaz Agamawi
We will go together through a journey on how we can build a competitive startup.
We are going to explore together the different stages we need to cover to reach a competitive startup.
Due to the available time of the workshop, we will not be able to go deeper, we will just try to identify what we need to do.
Our real Objective is how to reach Competitiveness. Through the Commercializing of technologies (ideas) which creates wealth for Individuals and Nations.
Relevance of the business model for startup successChristian Schultz
This presentation answers three questions: (1) What are viable definitions of the business model? (2) Is the business model relevant for start-up success? (3) What elements of the business model are very success sensitive in the start-up context? The short case study of wegreen is used to exemplify the main arguments of the presentation.
New technology, digitalization, millennials and megatrends will bring opportunities to the prepared business leader and potential for disruption in B2C markets.
The document discusses different types of business models for startups. It describes six types of startup organizations: lifestyle businesses, small businesses, scalable startups, buyable startups, large company startups, and social startups. It also discusses nine key elements of a business model using the Business Model Canvas framework: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structures. Finally, it emphasizes that business models should strive for simplicity over complexity.
Presentation given to the i3 meeting of the Filene Research Institute, Montreal, QC 17 April 2014
http://filene.org/community/i3
www.startupacademie.com
www.coachdavender.com
Four Paths To Business Model Innovation PowerPoint Presentation Slides SlideTeam
The document discusses four approaches to business model innovation: Reinventors, Mavericks, Adapters, and Adventures. Reinventors defend against industry decline or disruption. Mavericks aspire for breakout growth. Adapters expand into non-core areas. Adventures transform the core business. Each approach is driven by different motivations and focuses on different strategic thrusts. The document also provides templates for discussing topics related to business model innovation such as value propositions, revenue models, and organizational structure.
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup.
The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.
Speaker: Don Duval, Vice President, Business Services, MaRS
Using a case study example, Don discusses the importance of understanding and refining your business model in order to grow your business and maintain a sustainable competitive advantage in the marketplace.
Part of the MaRS CIBC Presents Entrepeneurship 101 lecture series: http://www.marsdd.com/ent101
Accelerating and Sustaining Business Model InnovationInês Almeida
In depth guide to accelerating and sustaining business model innovation in the enterprise. Includes tools, models, frameworks, and references to thought-leaders, best selling books and research on the subject.
The Business Model Canvas - Your Plan For Success (Startup Weekend Montreal)Davender Gupta
The document introduces the Business Model Canvas as a visual tool for developing a business model. It breaks down the key elements of a business model - including customer segments, value propositions, distribution channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. For each element, it provides guidance on important questions to consider when defining that part of the business model. It stresses that the canvas allows viewing relationships between elements and serves as a tool for identifying assumptions to test through validation.
A workshop on Value Proposition Design by Sam Rye from Lifehack & Enspiral.
This workshop takes you through the Value Proposition Canvas, helps you pitch your vision, and lays out a short exercise to make a 2D or 3D prototype of your solution for feedback.
It draws heavily on the content, language and concepts from this book, which we highly recommend you buy if you're serious about (social) entepreneurship or intrapreneurship : https://strategyzer.com/value-proposition-design
Innovation & Business Model & Business Model Canvas 2014Serdar Temiz
This document discusses business models and the business model canvas. It defines invention as a novel idea and innovation as the commercialization of that idea. The four main types of innovation are described as technology, process, product/service, and business model innovation. The business model canvas is introduced as a tool consisting of nine building blocks: customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document provides examples and questions to consider for each block to help outline a business model.
The document discusses business model innovation and the business model canvas. It provides guidance on developing a business model using the canvas by focusing on key elements like customer segments, value propositions, channels, customer relationships, revenue streams, and resources. The document emphasizes that the business model should address customer needs and pains, and that products are more likely to fail due to lack of customers rather than lack of new technologies. Innovation involves obtaining something new that solves problems and can be utilized.
The document provides an overview of Customer Development, which is the process startups use to search for a business model. It discusses how startups should test hypotheses about their problem, customer, product, and other business model components by getting out of the building and talking to customers. The Lean LaunchPad process of building a minimum viable product and continuously pivoting based on customer feedback is highlighted. An example is given of a team that conducted customer interviews over 8 weeks and pivoted from an autonomous mowing idea to focus on weeding for organic farmers after determining a bigger problem and opportunity.
This document summarizes a workshop on creating compelling value propositions. The agenda covers understanding customer value through exercises on customer jobs, pains, and gains. It discusses assessing whether products and services relieve customer pains and create gains. The workshop teaches rebuilding value propositions based on customer insight and crafting effective messaging. Participants work through worksheets and are given a case study example. The goal is to help attendees develop value propositions that clearly communicate why customers should choose their offerings over competitors.
This document discusses how established companies can create new growth opportunities in innovative ways. It outlines an innovative framework consisting of five principles for business design thinking: understanding customer needs, collaboration and co-creation, human-centered focus, visual thinking and storytelling, and taking a holistic perspective. The document provides examples and discusses components like offerings, business models, revenue models, and crafting a strategy. It promotes discovering opportunities by focusing on underserved customer needs and outlines various activities, templates, and a workshop for applying business design thinking.
The document provides an overview and notes on Alexander Osterwalder's book "Business Model Canvas". It summarizes the 5 major chapters: Canvas, Patterns, Design, Strategy, and Process. The Canvas chapter describes the 9 blocks of the Business Model Canvas including Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. It provides examples and explains how to view the canvas from right to left starting with the customer.
Customer centric business model approach starting with Why
Business Model Zen is business modeling methodology that builds upon the disciplines of customer orientation, strategic thinking and loop learning by execution. It is consolidation of the various researches on business models, since 2009, into the form of essential methodologies and toolkits. Business Model Zen provides a single logical frame where a business is systematically modeled and proactively managed, from idea to design and execution.
If you already have any of below questions,
then you should consider Business Model Zen.
- How can I do business things right with right things?
- How can I produce great business ideas?
- How can I make my business model much more divergent?
- How can I use significant innovation methods all together easily?
The document discusses design thinking and human-centered design. It emphasizes starting with understanding people by conducting interviews and observations to develop empathy. Interviewing techniques are described such as asking open-ended questions, digging deeper, and identifying extreme users to interview. The document also discusses developing customer journey maps to understand the emotional experience of customers, and creating personas to represent key groups of users. The overall message is that design thinking is about developing solutions with the needs of people in mind by understanding their perspectives and experiences.
The document discusses design thinking and human-centered design. It emphasizes starting with understanding people by conducting interviews and observations to develop empathy. Interviewing techniques are described such as asking open-ended questions, digging deeper, and identifying extreme users to interview. The document also discusses developing customer journey maps to understand the emotional experience of customers, and creating personas to represent key groups of users. The overall message is that design thinking focuses on developing solutions that meet people's needs by understanding them first.
Relevance of the business model for startup successChristian Schultz
This presentation answers three questions: (1) What are viable definitions of the business model? (2) Is the business model relevant for start-up success? (3) What elements of the business model are very success sensitive in the start-up context? The short case study of wegreen is used to exemplify the main arguments of the presentation.
New technology, digitalization, millennials and megatrends will bring opportunities to the prepared business leader and potential for disruption in B2C markets.
The document discusses different types of business models for startups. It describes six types of startup organizations: lifestyle businesses, small businesses, scalable startups, buyable startups, large company startups, and social startups. It also discusses nine key elements of a business model using the Business Model Canvas framework: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structures. Finally, it emphasizes that business models should strive for simplicity over complexity.
Presentation given to the i3 meeting of the Filene Research Institute, Montreal, QC 17 April 2014
http://filene.org/community/i3
www.startupacademie.com
www.coachdavender.com
Four Paths To Business Model Innovation PowerPoint Presentation Slides SlideTeam
The document discusses four approaches to business model innovation: Reinventors, Mavericks, Adapters, and Adventures. Reinventors defend against industry decline or disruption. Mavericks aspire for breakout growth. Adapters expand into non-core areas. Adventures transform the core business. Each approach is driven by different motivations and focuses on different strategic thrusts. The document also provides templates for discussing topics related to business model innovation such as value propositions, revenue models, and organizational structure.
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup.
The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.
Speaker: Don Duval, Vice President, Business Services, MaRS
Using a case study example, Don discusses the importance of understanding and refining your business model in order to grow your business and maintain a sustainable competitive advantage in the marketplace.
Part of the MaRS CIBC Presents Entrepeneurship 101 lecture series: http://www.marsdd.com/ent101
Accelerating and Sustaining Business Model InnovationInês Almeida
In depth guide to accelerating and sustaining business model innovation in the enterprise. Includes tools, models, frameworks, and references to thought-leaders, best selling books and research on the subject.
The Business Model Canvas - Your Plan For Success (Startup Weekend Montreal)Davender Gupta
The document introduces the Business Model Canvas as a visual tool for developing a business model. It breaks down the key elements of a business model - including customer segments, value propositions, distribution channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. For each element, it provides guidance on important questions to consider when defining that part of the business model. It stresses that the canvas allows viewing relationships between elements and serves as a tool for identifying assumptions to test through validation.
A workshop on Value Proposition Design by Sam Rye from Lifehack & Enspiral.
This workshop takes you through the Value Proposition Canvas, helps you pitch your vision, and lays out a short exercise to make a 2D or 3D prototype of your solution for feedback.
It draws heavily on the content, language and concepts from this book, which we highly recommend you buy if you're serious about (social) entepreneurship or intrapreneurship : https://strategyzer.com/value-proposition-design
Innovation & Business Model & Business Model Canvas 2014Serdar Temiz
This document discusses business models and the business model canvas. It defines invention as a novel idea and innovation as the commercialization of that idea. The four main types of innovation are described as technology, process, product/service, and business model innovation. The business model canvas is introduced as a tool consisting of nine building blocks: customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document provides examples and questions to consider for each block to help outline a business model.
The document discusses business model innovation and the business model canvas. It provides guidance on developing a business model using the canvas by focusing on key elements like customer segments, value propositions, channels, customer relationships, revenue streams, and resources. The document emphasizes that the business model should address customer needs and pains, and that products are more likely to fail due to lack of customers rather than lack of new technologies. Innovation involves obtaining something new that solves problems and can be utilized.
The document provides an overview of Customer Development, which is the process startups use to search for a business model. It discusses how startups should test hypotheses about their problem, customer, product, and other business model components by getting out of the building and talking to customers. The Lean LaunchPad process of building a minimum viable product and continuously pivoting based on customer feedback is highlighted. An example is given of a team that conducted customer interviews over 8 weeks and pivoted from an autonomous mowing idea to focus on weeding for organic farmers after determining a bigger problem and opportunity.
This document summarizes a workshop on creating compelling value propositions. The agenda covers understanding customer value through exercises on customer jobs, pains, and gains. It discusses assessing whether products and services relieve customer pains and create gains. The workshop teaches rebuilding value propositions based on customer insight and crafting effective messaging. Participants work through worksheets and are given a case study example. The goal is to help attendees develop value propositions that clearly communicate why customers should choose their offerings over competitors.
This document discusses how established companies can create new growth opportunities in innovative ways. It outlines an innovative framework consisting of five principles for business design thinking: understanding customer needs, collaboration and co-creation, human-centered focus, visual thinking and storytelling, and taking a holistic perspective. The document provides examples and discusses components like offerings, business models, revenue models, and crafting a strategy. It promotes discovering opportunities by focusing on underserved customer needs and outlines various activities, templates, and a workshop for applying business design thinking.
The document provides an overview and notes on Alexander Osterwalder's book "Business Model Canvas". It summarizes the 5 major chapters: Canvas, Patterns, Design, Strategy, and Process. The Canvas chapter describes the 9 blocks of the Business Model Canvas including Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. It provides examples and explains how to view the canvas from right to left starting with the customer.
Customer centric business model approach starting with Why
Business Model Zen is business modeling methodology that builds upon the disciplines of customer orientation, strategic thinking and loop learning by execution. It is consolidation of the various researches on business models, since 2009, into the form of essential methodologies and toolkits. Business Model Zen provides a single logical frame where a business is systematically modeled and proactively managed, from idea to design and execution.
If you already have any of below questions,
then you should consider Business Model Zen.
- How can I do business things right with right things?
- How can I produce great business ideas?
- How can I make my business model much more divergent?
- How can I use significant innovation methods all together easily?
The document discusses design thinking and human-centered design. It emphasizes starting with understanding people by conducting interviews and observations to develop empathy. Interviewing techniques are described such as asking open-ended questions, digging deeper, and identifying extreme users to interview. The document also discusses developing customer journey maps to understand the emotional experience of customers, and creating personas to represent key groups of users. The overall message is that design thinking is about developing solutions with the needs of people in mind by understanding their perspectives and experiences.
The document discusses design thinking and human-centered design. It emphasizes starting with understanding people by conducting interviews and observations to develop empathy. Interviewing techniques are described such as asking open-ended questions, digging deeper, and identifying extreme users to interview. The document also discusses developing customer journey maps to understand the emotional experience of customers, and creating personas to represent key groups of users. The overall message is that design thinking focuses on developing solutions that meet people's needs by understanding them first.
The document discusses design thinking and human-centered design. It emphasizes starting with understanding people by conducting interviews and observations to develop empathy. Interviewing techniques are described such as asking open-ended questions, digging deeper, and identifying extreme users to interview. The document also discusses developing customer journey maps to understand the emotional experience of customers, and creating personas to represent key groups of users. The overall message is that design thinking focuses on developing solutions that meet people's needs by understanding them first through various research methods.
Design is a relatively new profession and is yet to become an integral and strategic part of business in our country. Young designers need to understand how they need to make design visible in the business. The course aims at developing a comprehensive understanding of how design processes and design thinking can create new business opportunities.
Instructions:
1. Explain the concept of an empathy interview: Participants will pair up (if possible) and take turns asking each other open-ended questions about a particular
experience, such as their favorite shopping experience, a recent travel journey, or any other relevant topic.
2. Emphasize that the goal is to actively listen and understand the emotions, needs, and pain points of their partner.
3. Allow 5-7 minutes for the interviews.
4. After the interviews, encourage participants to briefly share their partner's experience with the group, focusing on what they learned about their partner's
perspective.
Conclusion:
- Summarize the key takeaways from the webinar, emphasizing the practical value of design thinking for SMEs.
- Encourage participants to explore design thinking further and start applying its principles within their organizations.
- Share additional resources, such as recommended readings or tools, for those interested in delving deeper into design thinking.
I Impact India is a communications solutions company that provides innovative ideas to redefine CSR and charity. They have a team of marketers, designers, innovators, NGO professionals and CSR professionals. Their IMPACT Thinking model is a 6 step process to develop solutions for social good projects. This includes identifying needs, generating ideas through crowdsourcing, applying expertise, creating final designs, analyzing patterns and meanings, and testing solutions. They have worked with companies like DLF and authors to develop cause-related marketing strategies and content.
The document discusses growth strategies for small and medium enterprises (SMEs). It outlines the need for SMEs to develop growth strategies once they are no longer startups in order to increase in size. The strategies discussed include understanding a company's resources and capabilities, the target industry and market, reinventing products and business models, developing competitive advantages through branding, innovation and new delivery channels, and managing growth through goal setting and avoiding common pitfalls.
Company Profile Innovesia provides innovation investment, consulting, and training services. They focus on design thinking and human-centered design approaches. Their services include government social innovation, financial innovation, marketing innovation, and business model innovation. They have trained over 2,000 participants and helped develop over 500 prototypes. Their clients include government agencies, private companies, communities, and organizations across various industries.
One Africa Network Webinar: Design Thinking and Innovation - Staying Ahead o...SSCG Consulting
On Thursday 30 July 2020, One Africa Network (OAN) live discussion webcast on Design Thinking and Innovation: Staying Ahead of the Curve to discuss and share thoughts, experiences, perspectives and solutions on innovative ways to transform for growth, design thinking application, new innovative way to problems solving and generating innovative ideas.
Panel speakers included:
- Dr Chloe Sharp - Marketing Director at Combine AI
- Alae Ismail - Innovation and Entrepreneurship Manager at Imperial College London
- Genevieve Leveille - Principal Founder and CEO of AgriLedger, Innovative Entrepreneur and 2019 FT Top 100 BAME in Technology in UK
- Nick Jankel - Founder and CEO of Switch On: The Transformational Leadership and Life Enterprise, Co-Founder and Chairperson, FutureMakers and Visiting Lecturer at Yale University, Sciences Po, UC Berkeley, LBS, Oxford University, UCL
- Dr William Murithi FHEA. - Lecturer in Entrepreneurship at De Montfort University
- Georgie Manly - Senior Innovation Consultant at Human Innovation
Leonardo Zangrando provides training and consulting services related to business innovation and entrepreneurship. He has experience in business strategy, sales and marketing strategy, and people development. His focus areas include shaping organizations for innovation, providing tools for innovation, and bridging innovation strategy and implementation. He offers workshops on topics like business model innovation, market validation of ideas, and digital disruption. Zangrando developed his expertise since 1999 as a consultant and through managerial projects in business innovation. He helps companies restructure their innovation activities using an entrepreneurial model.
Orangetip is an integrated design firm that has been operating since 2007. They specialize in retail, hospitality, corporate, and healthcare design projects. Their mission is to transform life, business, society, and earth through design. They offer services across idea incubation, design, and implementation. Some of their past successful projects include designs for large format fashion retailers, food retailers, hotels, and corporate offices.
S.S.B International Marketing & Management Consultancy is brain child of our founder
Mr. GAJADI ARVIND KUMAR, who has tremendous experience of more than 14 years of Sales, Marketing &
Business Development. Has done (M.B.A) ASMA Institute of Business Management from Bangalore Amongst
his job experience his major contribution comes from Renowned marketing company of India, He has more
than 14 years of experience as Marketing Consultant in guiding MSME & SME businesses in Mumbai &
Maharashtra, so far we have helped more than 30 clients with turnover of less than 1 cr. & maximum of 100
cr. The growth attended between 40% to 1000% within 1-5 yrs. of span.
He has attended 6 SMART CONFERENCES held by Eureka Forbes Ltd., consecutive for 6 years., Mumbai,
wherein he Has participated along with 50 delegates who has first time visited Canton Fair at Guangzhou,
China to study marketing trend of Republic of China. Visited Dubai for GLOBAL MAHARASHTRA BUSINESS
FORUM (GM BF) of DUBAI to study Opportunities in GCC countries.
Want to grow your business? Design thinking in business helps the organization grow vastly because it focuses on a human-centered approach.
For more details, visit : https://mitidinnovation.com/recreation/why-design-thinking-in-business-needs-a-rethink/
Everybody wants to innovate, and there is a lot of talk about innovation. Stimulo stopped talking about it and started doing it.
However, innovation does not just happen. Stimulo helps companies and entrepreneurs to move an idea smoothly along its journey from a simple insight to a tangible, marketable product or service. Design provides the focus and structure that innovation so badly needs.
Innovation by Stimulo.
This is the slide-deck from our webinar: Hack your NPS Data that is available for offline viewing should you be interested. Please reach out and learn some creative tips on using NPS data more effectively!
The document discusses various techniques for idea generation and innovation including concept posters, creative matrices, affinity clustering, and importance-difficulty matrices. It provides descriptions and step-by-step instructions for implementing each technique. The overall purpose is to provide teams with structured processes and tools to help generate and organize ideas in order to spur innovation.
The document discusses various techniques for idea generation and innovation including concept posters, creative matrices, affinity clustering, and importance-difficulty matrices. It provides descriptions and step-by-step instructions for implementing each technique. The overall purpose is to provide teams with structured processes and tools to help spark new ideas and make decisions around priorities and project planning.
First Things First: Building and Effective Marketing Strategy
Too many companies (and marketers) jump straight into activation planning without formalizing a marketing strategy. It may seem tedious, but analyzing the mindset of your targeted audiences and identifying the messaging points most likely to resonate with them is time well spent. That process is also a great opportunity for marketers to collaborate with sales leaders and account managers on a galvanized go-to-market approach. I’ll walk you through the methods and tools we use with our clients to ensure campaign success.
Key Takeaways:
-Recognize the critical role of strategy in marketing
-Learn our approach for building an actionable, effective marketing strategy
-Receive templates and guides for developing a marketing strategy
First Things First: Building and Effective Marketing Strategy
Too many companies (and marketers) jump straight into activation planning without formalizing a marketing strategy. It may seem tedious, but analyzing the mindset of your targeted audiences and identifying the messaging points most likely to resonate with them is time well spent. That process is also a great opportunity for marketers to collaborate with sales leaders and account managers on a galvanized go-to-market approach. I’ll walk you through the methods and tools we use with our clients to ensure campaign success.
Key Takeaways:
-Recognize the critical role of strategy in marketing
-Learn our approach for building an actionable, effective marketing strategy
-Receive templates and guides for developing a marketing strategy
This document provides an overview of an innovation and design thinking course. It outlines the course learning goals which are to enable students to recognize changing business landscapes, understand design thinking philosophy, and equip students with design thinking tools and frameworks. It also lists the intended learning outcomes which are recognizing limitations of traditional thinking, formulating innovative solutions, developing empathy, and recognizing an entrepreneurial mindset. The course evaluation includes a mid-term exam, design thinking project, and end-term exam. It then introduces the course facilitator and provides testimonials praising his expertise in innovation and design thinking workshops.
The document discusses several design thinking tools and techniques for framing problems, including statement starters, abstraction laddering, and stakeholder mapping. Statement starters involve reframing problem statements as questions to invite broader exploration. Abstraction laddering is a technique to reconsider problem statements by broadening or narrowing the focus through asking "why" or "how" questions. Stakeholder mapping diagrams the network of people with a stake in the system to guide research and build understanding.
This document discusses key macroeconomic concepts and measurement including:
- GDP can be measured as the sum of value added by all producers, as the sum of income claims generated in production, or as the spending on final goods and services.
- GDP measures domestic production while GNI measures income earned by a country's residents, including income from overseas.
- Potential GDP is the level of output if the economy was at full employment, and the GDP gap is the difference between actual and potential GDP.
The automotive brand saw significant growth in sales and revenue but only a slight increase in employees. To support this growth and equip employees to be more efficient and effective, they partnered with GP Strategies to develop new onboarding resources and training. GP Strategies designed blended learning content like eLearning, videos, and interactive job aids to help new employees get up to speed more quickly in their roles. The quick-start guides developed by GP Strategies helped reduce the time needed for managers to onboard new employees by up to 40%. Both learners and managers provided positive feedback that the new resources improved understanding of roles and operations.
The document summarizes a leadership development program called Developing Leaders (DL) established by Havas Health & You, a global communications group, in partnership with BlessingWhite. The goals of the DL program were to enhance leadership skills, establish supportive relationships, provide executive exposure and connections, and create an environment where leaders pay forward their learning to support future talent. The program involved identifying high-potential leaders, providing coaching, mentorship, workshops and assessments over multiple years. Surveys found the program improved leadership skills and confidence for most participants and positively impacted their teams.
1. The document discusses aggregate demand, aggregate supply, and macroeconomic equilibrium in the short run. It explains how shifts in aggregate demand and aggregate supply curves affect equilibrium GDP and price levels.
2. A change in the price level shifts the aggregate expenditure curve, changing equilibrium GDP as shown by movements along the aggregate demand curve.
3. The intersection of the aggregate demand and short-run aggregate supply curves determines the equilibrium levels of GDP and price. Shifts in these curves change the equilibrium values.
The document discusses GDP in an open economy with government. It covers how government spending, taxes, and the budget surplus/deficit affect aggregate demand. A budget surplus occurs when tax revenues exceed spending, while a deficit is when spending exceeds revenues. The net export function is negatively sloped, as imports increase with national income. Equilibrium GDP occurs when aggregate demand equals output. The size of the multiplier is affected by tax rates and import propensities. An increase in government spending shifts the aggregate demand curve up, increasing equilibrium GDP.
2 determination of gdp in the short runLakshayyadav5
This document provides an overview of a basic macroeconomic model for determining GDP in the short-run. It explains that GDP is determined by aggregate expenditure, which includes consumption, investment, government spending, and net exports. Consumption depends on disposable income and wealth, while investment depends on interest rates and business confidence. Equilibrium GDP occurs when aggregate expenditure equals total output.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
4. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
What is a Business Model?
Discuss with your seat neighbour and
write down your answer.
5. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Business Model Vs. Business Plan
“Everybody has a plan
until they get punched in the
mouth”
Mike Tyson
7. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Business Model
A business model describes the ra2onale of how
an organiza2on creates, delivers and captures
value.
Business Model Genera/on; Osterwalder & Pigneur; Wiley; 2010
8. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Traditional Lean
Strategy
Business Plan.
Implementation driven.
Business Model.
Hypothesis driven.
New Product Process
Product Management.
Linear, step by step.
Customer development.
Get out and test hypotheses.
Engineering
Waterfall development. Fully
specify the product before build.
Agile development. Build product
iteratively & incrementally.
Organization
Departments by function. Hire for
experience and execution.
Customer and Agile development
teams. Hire for Learning & Speed.
Financial Reporting
Accounting. Income statement,
Balance Sheet, cash flow stat.
Metrics that matter. Customer
acquisition cost, lifetime value…
Failure
Exception.
Fix by firing executives.
Expected.
Fix by iterating and pivoting.
Speed
Measured.
Operates on complete data.
Rapid.
Operates on good enough data.
Why the Lean Start-up Changes Everything; Steve Blank; Harvard Business Review, May 2013
Business Model Vs. Business Plan
10. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Traditional Lean
Strategy
Business Plan.
Implementation driven.
Business Model.
Hypothesis driven.
New Product Process
Product Management.
Linear, step by step.
Customer development.
Get out and test hypotheses.
Engineering
Waterfall development. Fully
specify the product before build.
Agile development. Build product
iteratively & incrementally.
Organization
Departments by function. Hire for
experience and execution.
Customer and Agile development
teams. Hire for Learning & Speed.
Financial Reporting
Accounting. Income statement,
Balance Sheet, cash flow stat.
Metrics that matter. Customer
acquisition cost, lifetime value…
Failure
Exception.
Fix by firing executives.
Expected.
Fix by iterating and pivoting.
Speed
Measured.
Operates on complete data.
Rapid.
Operates on good enough data.
Why the Lean Start-up Changes Everything; Steve Blank; Harvard Business Review, May 2013
Lean Start-
up
Business Model Vs. Business Plan
11. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Business Model Canvas
12. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Business Model Canvas
Why the Lean Start-up Changes Everything; Steve Blank; Harvard Business Review, May 2013
15. Innovation Journey
Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Adoption of the Business Model Canvas
Adoption of
the Business
Model Canvas
Across
sectors,
regions and
company
types
17. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Business Model Canvas
18. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Jeff Immelt
“Nobody wants to work at an old-fashioned company. Nobody
wants to buy products from an old-fashioned company. And
nobody wants to invest in an old-fashioned company.”
19. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
GE’s Ambidextrous Growth Strategy
FastWorks
Innovation Program
Exploration
Lean Six Sigma
Improvement Program
Exploitation
Stable Environment Changing Environment
20. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
FastWorks
Fast speed
launch
of
successful
products
22. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Fastworks at GE
https://www.youtube.com/watch?v=iimKescSeus
23. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
How much did the cost of home coffee
consumption change for Swiss
households over the last couple of years?
25. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Nespresso changed the
business model for
espresso
26. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Average growth of 30% p.a. from 2000 to 2014
27. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
estimated US$ 5 billion annual sales from one product line
28. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
How did they do it?
31. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Key Partners Key Activities Value Proposition Customer Relationships Customer Segments
Key Resources Channels
Cost Structure Revenue Streams
Nespresso
Nespresso
Machines
Households
Acquire &
lock-in
Retail
1X Machine
sales
Marketing
Brand
Patents
Machine
manufacturer
Marketing &
branding
Nespresso
pods
Nespresso
Club
Mail order &
call centre
nespresso.
com
Nespresso
stores
Repetitive
pod sales
B2C
distribution
Production
Distribution
channels
Coffee
Production
facilities
Coffee
growers
Marketing &
branding
Production
B2C
distribution
32. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Nespresso changed the
business model for
espresso
33. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
However, it was not
Nespresso’s first
business model
35. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Key Partners Key Activities Value Proposition Customer Relationships Customer Segments
Key Resources Channels
Cost Structure Revenue Streams
Nespresso
Nespresso
Machines
Households
Acquire &
lock-in
Retail
1X Machine
sales
Marketing
Brand
Patents
Machine
manufacturer
Marketing &
branding
Nespresso
pods
Nespresso
Club
Mail order &
call centre
nespresso.
com
Nespresso
stores
Repetitive
pod sales
B2C
distribution
Production
Distribution
channels
Coffee
Production
facilities
Coffee
growers
Marketing &
branding
Production
B2C
distribution
High-end
households
Lock-in
Direct access
multi-channels
Recurrent
revenues
Focus on the
pods
Efficient
logistics
36. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
the right business
model can be the
difference between
success and
failure for the
same product
37. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
the story is not
finished yet
40. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
they built a
business model
portfolio that aims
to sustain growth
and diversify risk
62. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
The Value Map
63. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Value Proposition Canvas
Fit
64. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Business Model Canvas
65. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Why do we need a better way to
tell the story of how we create
value for our customers?
66. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
7 out of 10
all new product innovations flop
67. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
The Value Proposition Canvas
68. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Jobs to be done
69. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
The Value Proposition Canvas
70. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
“Jobs to be done offers a clear
way to Innovate”
- Clayton Christensen
71. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
def.
Jobs to be done
72. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
def.
Jobs to be done
* what a customer is trying to
get done in her work or in her
life
73. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
def.
Jobs to be done
* what a customer is trying to get done in her
work or in her life
includes tasks he/she is trying to perform and complete;
problems she is trying to solve; needs she is trying to satisfy
customers perform a job in a particular situation or context
with more or less constraints
86. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
What’s Tesla Motors’ Value
Proposition Canvas?
87. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Commute to
work
Upper middle class
high income
Convey an
image of
Differentiate
from others
Occasionally travel
long distance trips
Be in sync
with personal
values
Performance
like a sports car
Long range >
300 kms
High safety
ratings
Always best
up-to-date
features
Attractive
design
Frequent
charging
Long recharging
time
Fear of dead
battery
Lack of
space
Geeky
perception
88. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Top performance
0-100 in 4.4 - 6.2 secs
Long range
350-450 kms
Award winning
design
Upgrade via
remote access
Highest safety
ever by HHTSA
High speed
charging
A luxury image
5+2 seats
1,800 litre
Free charging at
super charging
stations
High capacity
battery 8 yr
warranty
High performance
luxury electric car
89. Sunil Sangra Design Thinking | Creativity | Innovation | Strategy Consulting | Training | Coaching
Innovation Journey
Top performance 0-100
in 4.4 - 6.2 secs Long range
350-450 kms
Award winning
design
Upgrade via
remote access
Highest safety ever
by HHTSA
High speed
charging
A luxury
image
5+2 seats 1,800 litre
storage
Free charging at
super charging
stations
High capacity
battery 8 yr
warranty
High
performance
luxury electric
car
Commute to
work
Upper middle class high
income
Convey an
image of
success
Differentiate
from others
Occasionally
travel long
distance trips
Be in sync with
personal values
Performance
like a sports
car
Long range >
300 kms
High safety
ratings
Always best
up-to-date
features
Attractive
design
Frequent
charging
Long
recharging
time
Fear of
dead
battery
Lack of
space
Geeky
perception
FIT